A leopard that changes its spots based on the forest. An explorative case study on the effects of core business diversity and environmental dynamism and diversity on the manifestation of organizational ambidexterity

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A leopard that changes its spots based on the forest. An explorative case study on the effects of core business diversity and environmental dynamism and diversity on the manifestation of organizational ambidexterity

Title:

A leopard that changes its spots based on the forest. An explorative case study on the effects of core business diversity and environmental dynamism and diversity on the manifestation of organizational ambidexterity

Abstract:

The existing body of knowledge on organizational ambidexterity paints an intriguing yet quite elusive picture of the construct of ambidexterity. The positive correlation between long-term firm performance and the existence of an ambidextrous organization has been ascertained to a degree little short of unequivocal consensus. Three generic approaches for building and managing an ambidextrous organization have been identified that are based on either temporal-, spatial- or contextual separation of exploitation and exploration.

In addition to the conceptual studies into the constitution of ambidexterity, an array of researchers have aimed to elucidate on the actual manifestation of ambidexterity in organizations that explicitly embody the principles of ambidexterity. The findings of such studied conjure up an image of organizational ambidexterity that is widely dissimilar from that presented by the three most widely recognized generic models for building an ambidextrous organization. Far from being applications of any single generic model, the manifested forms of organizational ambidexterity are fusions of models that are mutually widely divergent along with having usually evolved gradually over an extended period of time. Thus far, the field of organizational ambidexterity research has been almost completely void of studies conducted with the explicit aim of analyzing the potential effects of distinctive traits in the operating environment and organizational setting on the manifestation of organizational ambidexterity. The explicit aim of this study is to contribute to filling this void in the field of organizational ambidexterity research.

Based on the actual manifestations of organizational ambidexterity in 11 case companies, this study extensively explicates the implications of organizational- and environmental distinctive features on the manifestation of organizational ambidexterity. Firstly, it will elucidate on the effects of environmental distinctive features through comparing the dynamism and diversity of the operating environment of the case companies against their manifestation of ambidexterity. Secondly, it will explicate the effects of organizational distinctive features through comparing the degree of diversity in the core business of the case companies against their manifestation of ambidexterity. The organizational designs of three distinct manifestations of ambidexterity are extensively described, as well as the organizational- and environmental modalities under which they are exhibited. Finally, this study discusses the degree to which it is conducive to construct common models for ambidexterity and the extent to which the manifestation of ambidexterity is context-centric.